Training Industry Magazine - Leadership 2015 Special Edition - 10

FRONTLINE MANAGERS AS

LEADERS:

IS YOUR ORGANIZATION

MAXIMIZING MILLENNIAL TALENT?
BY PJ NEAL

Having the right management team, with
the right skills and capabilities, is critical
to the success of your organization. Your
managers are on the front lines with
your workforce, customers, competitors
and your markets every single day, and
their performance is directly tied to
your organization's near-term and longterm success. Today's strong individual
contributors - many of them millennials -
are ready to step up into the management
ranks, and they're ready not just to manage,
but also to lead.
To harness their enthusiasm, energy
and fresh ideas to benefit them and the
organization, it's critical to help new
managers develop both a managerial
skillset as well as a leadership mindset.

TODAY'S BUSINESS ENVIRONMENT
REQUIRES NEW SKILLS
We are working in a fast-paced and complex
world where change happens fast and
the lifespan of organizations has shrunk
dramatically. Today:
* Opportunities emerge quickly and firstmovers have an advantage.
* New threats continuously emerge
and competitive advantage is difficult
to sustain. Organizations need to act
quickly and decisively.
* Globalization opens up new markets, but
new markets often require intimate local
knowledge.
Amidst all of this, senior executives are
looking to their managers to really drive
business success. In a recent report by
Harvard Business Review Analytic Services,
10

77 percent of senior executives surveyed
said that frontline managers are important
in helping their organization reach its
business goals. However, only 33 percent
of respondents said their organization's
frontline managers are competent in
business-based decision making. It follows,
then, that supporting managers and giving
them the tools they need to become
successful leaders is of critical importance
to an organization's business goals. Yet,
only 12 percent of respondents said their
organizations currently invest sufficiently
in the development of frontline managers.
There's a clear opportunity here for
learning and development professionals
to step in and have a significant impact on
the success of the business.

WHO ARE OUR NEW MANAGERS?
New managers are eager to embrace
a level of responsibility and take on
business challenges. But in recent years,
the millennials making this transition
are ready to make this move far earlier in
their careers than previous generations.
Millennial managers approach work with
a unique set of characteristics. More than
previous generations, they seek meaning
in their work and have a strong focus on
collaboration. And for millennials, much
of life (in and out of the office) happens
online. Being digital is second nature.
Millennials recognize that they're not
leading the enterprise, but they do want to
be plugged-in, in-the-know and connected
to their organization's strategy and
purpose. They want to play an important
role in achieving that purpose and they

want this acknowledged through ongoing
training and development to build their
capabilities, opportunities to take on
challenging and important assignments,
and exposure to your organization's senior
leadership.

THE PATH TO DEVELOPING
MANAGERS AS LEADERS
We rely on our managers to take care
of the basics: assigning workloads,
supervising others, approving vacation
requests, managing budgets, conducting
performance reviews and the other dayto-day tasks that keeps the workplace
functioning. But managers can make a
much more significant impact if they are
engaged as leaders. They can establish a
vision, inspire others, think strategically,
respond rapidly to change and take decisive
action. All of this requires a critical, and not
always easy, mindset change.
There's a clear difference between a
management skillset and a leadership
mindset. Yet the need to simultaneously
support new managers in honing their
managerial skills while developing their
leadership capacity can seem a nearly
insurmountable task. Organizations have
long used traditional methods to chip
away at these needs, relying on short
duration face-to-face workshops. However,
new manager training programs that
compress learning into a two- to three-day
timeframe seldom yield lasting results. And,
increasingly, global organizations struggle
to provide training to large, geographically
dispersed workforces. Travel expenses and
time away from work and family make flyins for face-to-face learning prohibitively



Training Industry Magazine - Leadership 2015 Special Edition

Table of Contents for the Digital Edition of Training Industry Magazine - Leadership 2015 Special Edition

Perspectives on Leadership
Table of Contents
Infographic
A Leader's Guide to Influence
Frontline Managers as Leaders
Employee Engagement for a Distributed Workforce
Accelerating Leadership Development
Employee Engagement for a Distributed Workforce
Leaders Leading Leaders
Are You Creating a Training Course of Designing a Learning Experience
Developing Mid-Level Leaders
The Magic of Asking for Feedback
Leadership Development vs. Employee Engagement
Leading at a Higher Level
Competencies as We Know Them are Dead
Building Great Leadership Through Continuous Learning
Maximizing the ROI of e-Learning
The Difference between Leadership Development and Leadership Formation
What's Online
Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover1
Training Industry Magazine - Leadership 2015 Special Edition - Cover2
Training Industry Magazine - Leadership 2015 Special Edition - Perspectives on Leadership
Training Industry Magazine - Leadership 2015 Special Edition - Table of Contents
Training Industry Magazine - Leadership 2015 Special Edition - 5
Training Industry Magazine - Leadership 2015 Special Edition - Infographic
Training Industry Magazine - Leadership 2015 Special Edition - 7
Training Industry Magazine - Leadership 2015 Special Edition - A Leader's Guide to Influence
Training Industry Magazine - Leadership 2015 Special Edition - 9
Training Industry Magazine - Leadership 2015 Special Edition - Frontline Managers as Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 11
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 13
Training Industry Magazine - Leadership 2015 Special Edition - Accelerating Leadership Development
Training Industry Magazine - Leadership 2015 Special Edition - 15
Training Industry Magazine - Leadership 2015 Special Edition - 16
Training Industry Magazine - Leadership 2015 Special Edition - 17
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 19
Training Industry Magazine - Leadership 2015 Special Edition - Leaders Leading Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 21
Training Industry Magazine - Leadership 2015 Special Edition - Are You Creating a Training Course of Designing a Learning Experience
Training Industry Magazine - Leadership 2015 Special Edition - 23
Training Industry Magazine - Leadership 2015 Special Edition - 24
Training Industry Magazine - Leadership 2015 Special Edition - 25
Training Industry Magazine - Leadership 2015 Special Edition - Developing Mid-Level Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 27
Training Industry Magazine - Leadership 2015 Special Edition - The Magic of Asking for Feedback
Training Industry Magazine - Leadership 2015 Special Edition - 29
Training Industry Magazine - Leadership 2015 Special Edition - Leadership Development vs. Employee Engagement
Training Industry Magazine - Leadership 2015 Special Edition - 31
Training Industry Magazine - Leadership 2015 Special Edition - 32
Training Industry Magazine - Leadership 2015 Special Edition - 33
Training Industry Magazine - Leadership 2015 Special Edition - Leading at a Higher Level
Training Industry Magazine - Leadership 2015 Special Edition - 35
Training Industry Magazine - Leadership 2015 Special Edition - Competencies as We Know Them are Dead
Training Industry Magazine - Leadership 2015 Special Edition - 37
Training Industry Magazine - Leadership 2015 Special Edition - Building Great Leadership Through Continuous Learning
Training Industry Magazine - Leadership 2015 Special Edition - 39
Training Industry Magazine - Leadership 2015 Special Edition - 40
Training Industry Magazine - Leadership 2015 Special Edition - 41
Training Industry Magazine - Leadership 2015 Special Edition - Maximizing the ROI of e-Learning
Training Industry Magazine - Leadership 2015 Special Edition - 43
Training Industry Magazine - Leadership 2015 Special Edition - The Difference between Leadership Development and Leadership Formation
Training Industry Magazine - Leadership 2015 Special Edition - 45
Training Industry Magazine - Leadership 2015 Special Edition - What's Online
Training Industry Magazine - Leadership 2015 Special Edition - Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover4
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